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Fostering Critical Thinking through Psychological Safety and Accountability

This interactive session focuses on creating a work environment that nurtures critical thinking by promoting psychological safety and accountability. Participants will explore the importance of a supportive learning environment, assess their current workplace dynamics, and develop strategies for fostering critical thinking within their agency. Through engaging activities and discussions, attendees will learn how leaders can cultivate a culture that values learning by doing, feedback, and problem-solving. The session will also cover effective communication planning to transfer knowledge gained to their teams. Join us to enhance your agency's culture of critical thinking and continuous learning.

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Fostering Critical Thinking through Psychological Safety and Accountability

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  1. 700: Agency Culture: Promoting and Supporting Critical Thinking Through Psychological Safety and Accountability

  2. Learning Objectives Participants will be able to: • Identify the importance of creating a work environment that supports critical thinking; • Identify the four quadrants of  psychological safety and accountability; • List the key elements necessary for the creation of a learning environment; • Assess their work environment related to psychological safety and critical thinking; • Identify strategies to create and support a learning environment within their agency; and • Develop a communication plan to transfer information from this session to staff at their agency.

  3. Agenda • Welcome and Introductions • The Connection Between Work Environment and Critical Thinking • The Desired Future State • Assessing the Work Environment • Next Steps • Wrap-Up and Evaluations

  4. What is “Learning by Doing” and how does it relate to critical thinking?

  5. What is a Leaders Role in Developing a Learning Environment? • Make it safe for employees to ask questions. • Only then…

  6. What is a Leaders Role in Developing a Learning Environment? (continued) • Provide process guidelines, using the best available knowledge; • Encourage collaborative decision making; • Collect process data describing how work unfolds; and • Use the data to identify process-improvement opportunities. • Used with permission from “The Competitive Imperative of Learning" by Amy C. Edmondson. Harvard Business Review, July 2008.

  7. Learning Environments Companies that support a learning environment have a dual focus: • Carrying out key processes more efficiently than rivals; and • Learning faster than rivals. • Used with permission from “The Competitive Imperative of Learning" by Amy C. Edmondson. Harvard Business Review, July 2008.

  8. Efficiency-Focused Environment Learning Environment Leaders set direction and articulate the mission; Employees (usually in teams) discover answers; Tentative work processes are set up as a starting point; • Leaders provide answers; • Employees follow directions; • Optimal work processes are designed and set up in advance;

  9. Efficiency-Focused Environment Learning Environment Work processes keep developing; small changes- experiments and improvements- are a way of life.; Feedback is always two-way: The boss gives feedback such coaching and advice; team members give feedback about what they are learning from doing the ever-changing) work. • New work process are developed infrequently, implementing change is a huge undertaking; • Feedback is typically one-way (from boss to employee) and corrective (“You’re not doing it right”)

  10. Efficiency-Focused Environment Learning Environment Problem solving is constantly needed, so valuable information is provided to guide staff’s judgment; • Problem solving is rarely required; judgment is not expected; staff ask managers when they are unsure;

  11. Efficiency-Focused Environment Learning Environment Fear cripple the learning process; It inhibits experimentation, lowers awareness of options, and discourages people from sharing and analyzing insights, questions, and problems. Adapted from Amy C. Edmondson. Used with permission of the Harvard Business Review. • Fear (of boss or of consequences) is part of the work environment and generally does not appreciably harm the quality of execution; It may even motivate effort and attentiveness in those facing an otherwise dull task.

  12. Ben and Jerry’s Flavor Graveyard • http://www.youtube.com/watch?v=UzvVx6PbYpI • http://sweets.seriouseats.com/2010/04/ben-and-jerrys-flavor-graveyard-vermont-factory-tour-slideshow.html#show-84139 • http://www.benjerry.com/fun/halloween/?fg=1

  13. Small Group Discussion • If an agency was operating under each zone quadrant, • what would you see? • what would you hear? • what would external stakeholders see and hear? • what three suggestions can you make to move this agency toward the learning zone?

  14. Possible Approaches to Assess for a Learning Environment • Readiness Model Quick Tool; • Knowledge Management Assessment Conducted Using Knowledge Management Principles; and • Organizational Readiness for Change (TCU ORC). What might be some of the merits and pitfalls to such an assessment of a learning environment?

  15. Assessing for a Learning Environment Safety 1510 Accountability 15 10

  16. Communication Planning • Develop a communication plan to transfer information from this session to staff at your agency.

  17. Thoughts?Comments?Questions?

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